Critically analyse the academic literature on a national culture of your choice from the ones studied, described and mapped by Hofstede, and Hofstede and Bond. Using their views plus those of Trompenaars and other researchers, indicate the likely implications and potential pitfalls for an Anglo-Saxon manager working with people from this national culture. For this assignment I have chosen to study the country of India and I am going to analyse the cultural differences and similarities and also the various academic viewpoints which have been applied to my chosen country.I have chosen to analyse India for a number of valid reasons, the first being that it is one of the most rapidly developing third world countries in the world, with a changing of traditional attitudes and beliefs, this is because of it’s new found business nature. Patty Butler (2007) states that There are more than fourteen major and three hundred minor languages spoken in India. The official languages are English and Hindi. English is widely used in business, politics and education. This shows that India is becoming very westernised in an attempt to evolve and progress economically and socially.
Having travelled to India, I found that most of the locals speak reasonably good English and understand the way that someone from the UK would behave in their country, even though many cultural differences still remain. Another reason as to why I have chose to analyse India in contrast with the UK is because both countries are so very different, the UK being one of the most powerful and advanced countries in the world, and India is still classified as a third world, developing country.These stark differences make room for a massive cultural analysis, which I shall go into more depth later on in the assignment. Choosing India for me would also be beneficial for my company and also for the people who I shall manage in India because by outsourcing part of my business there, I can increase the quality to cost ratio, although outsourcing will most probably lower quality, the productivity will increase significantly.By looking at India from a tourist perspective, one can gain a more thorough understanding of how an Anglo-Saxon manager would be able to adjust to it and be able to manage a team of workers successfully especially if there happens to be a culture shock.
The place where we will be located in is a city knows as Bangalore, also known as the Silicon Valley of India. According to Wikitravel Bangalore is often said to be the center of the Indian I. T.
outsourcing movement, and has offices of many foreign technology companies as well as a number of native Indian technology startups.The neighbouring cities of Chennai and Hyderbad also compete with Bangalore. India is a democratic country allowing for freedom of speech and thought, the cuisine is rather tasty but very spicy, typical south indian curry with plenty of rice and fish dishes, the dress for men is similar to that in the UK however, women in India tend to dress in traditional salwar kameez although in today’s modern India, westernised clothing is accepted but nothing of the revealing sort.I am now going to discuss the Indian way of thinking and working and contrast this with the UK in order to draw up an analysis of how an Anglo-Saxon manager would be able to able to cope within new surroundings.
By looking at Geert Hofstede’s analysis of India, there are a number of dynamic ratings that can help us to understand the culture more effectively and precisely, the most notable according to Stephen Taylor (2007) a large power distance society and all other measures are moderate.By analysing this one can see that with a PDI of 77 in comparison to a world average of 56. 5, it shows that there is an inequality of power and monetary wealth within their society. This is true to an extent because unlike the UK, India has a divide between the poor and the financially stable; this has become acceptable in India and probably won’t change for a while, although the traditional caste system has been outlawed, it still remains in the most rural areas such as villages.Therefore, if a female manager from the UK went to manage a team in India, it is possible that she may be less respected by her staff and perhaps they wouldn’t listen to her as much as if she were a male. I have analysed the way Indian managers would manage their team and there are many differences between an Anglo-Saxon manager and an Indian manager. According to a study carried out by Smith and Thomas (1972) of cross cultural attitudinal differences between American and Indian managers:”Indian mangers at both middle and senior levels in organisations profess a belief in group-based, participative decision making, but have little faith in the capacity of workers for taking initiative and responsibility.
American managers on the other hand place a relatively higher faith in the capacity of individuals to take responsibility and a lower faith in group-orientated participative decision making. “By looking at this it supports my idea that if an Anglo-Saxon manager goes to manage an Indian team, another problem they should be prepared to face is that their team may not be prepared to make higher level decisions and assist the manager with their workload because there is already a deep-rooted belief that the manager is there for one reason, to manage a team not so much work alongside the team. This may be frustrating for an Anglo-Saxon manager because he/she may need help and the team may not be prepared or have sufficient knowledge to assist her.According to a source taken from a well known website There are more than fourteen major and three hundred minor languages spoken in India. The official languages are English and Hindi.
English is widely used in business, politics and education. www. cyborlink. com. This would be an advantage for an English manager because they would not have to learn an additional language in order to succeed in this job, especially being located in Bangalore where 90% of the population there speak English.There is always a risk factor involved when one has to work abroad because it is not easy to adjust to alien surroundings it can be extremely daunting. According to Mead (2005) A bad case of culture shock during the expatriate manager’s first months in post influences his/her attitudes towards the new culture, and may reduce his/her productivity. A nasty case of culture shock could in fact lead to severe symptoms such as depression and feelings of extreme tension and frustration.
Therefore, before travelling to India, one has to get as clued up as possible about the culture to try and minimise or avoid having a culture shock.